Job analysis refers to process in which information about the different aspects of the work is collected. Information related to job specifications and description is collected and examined (Clifford, 1994). The analysis of a job is done in a process of six steps. The first step involves collecting information relevant to the specific job. The information is gathered using techniques like interviews, observation, questionnaire and surveys. In this step, the necessary information to be analyzed in collected including data.
The second step in job analysis is the review of background information available. The purpose of this review is for designing the organizational charts, current position descriptions as well as specifications and manuals.
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The third step in the analysis of job is selection of the work position to be analyzed. This particular step is meant to ensure that the analysis does not involve many jobs at the same time. Analysis of many jobs at the same time is cumbersome and a complex process. Therefore, a representative sample of the jobs is taken for purpose of analysis.
The fourth step entails the analysis of relevant data. This data is one related to the selected representative job. Data considered in this case is one involving the work activities, hour worked per day, wage rate, human qualities needed, academic qualifications and the necessary employee behavior.
The fifth step entails developing the job description. This step involves developing a job description schedule using information collected and analyzed. The job description is a statement characterizing a given work in terms of the duties, location and the level of risk that mark a position.
Finally, there is the development of the job specification. Job specifications state the minimum requirements for a given work position. Job specifications give a comprehensive and fine detail of the different aspects to be considered in a given position including the personal traits and psychological qualities of the employee.
Use of information from a job analysis
The process of job analysis is a quite important one. The information collected and analyzed in job analysis is used for different purposes by the human resource management (Siddique, 2004). Firstly, information analyzed regarding a given job helps in developing the description and specifications of a given work position. The description and specification of the job are used in determining the minimum qualifications for persons to be recruited into the position. The person recruited must be one that has the ability of discharging all the duties and functions of a given position. Therefore, the recruitment process must never fail to effectively scout for the suitable person. Information from job analysis forms the standard for determination of these qualifications used in selecting successful recruits among the many applicants.
Furthermore, the information derived from the job analysis process is also applied in the process of appraising work performance. Job analysis helps the organization in coming up with the effective output targets. Moreover, the duties and functions of a given position established in the job analysis become the yardstick against which appraisal of performance is done. Those who fail to discharge all the duties and functions of a given job position are deemed as failures whereas the ones who manage to perform all requirements are successful.
The training exercise in organizations is also based on the information from job analysis. The training program is designed in a way aimed at achieving the requisite skills and knowledge for proper functioning in a given job position.
Where the job analysis information shows that a given position involves minimal work, then more duties and functions may be added to such a position. Finally, the information from job analysis gives areas in which the company complies with the EEO law. Where it does not comply, improvements can be made.
References
Clifford, J. P. (1994). Job analysis: why do it, and how should it be done? Public Personnel Management , 23 (2), 321-340.
Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. The International Journal of Human Resource Management , 15 (1), 219-244.
